How to Leverage the Power of an Older and Younger Workforce (and Why You Should) by Rick Grimaldi Now that people are staying in the workforce longer than previous generations, organizations can hire from many age groups. In a business environment dominated by Millennials and younger workers, workplace trends expert Rick Grimaldi makes the case for why older employees are not just important, but essential. Everyone knows the workplace is now dominated by Millennials, with Generation Z close at their heels. But that doesn’t mean Baby Boomers (or Generation X employees, for that matter) are leaving anytime soon. In fact, older employees—even some from the Silent Generation—are tenaciously hanging on to their place in the workforce. And that’s a really good thing, says attorney Rick Grimaldi. The most productive and high-performing companies include a nice mix of employees of all age ranges, older employees included. That’s right, hiring mature workers isn’t just about fighting ageism. It’s also great for your organization’s bottom line. Research shows that age diversity can improve organizational performance and productivity. “Organizations are stronger when they include the contributions of more seasoned employees,” says Grimaldi, author of the new book FLEX: A Leader’s Guide to Staying Nimble and Mastering Transformative Change in the American Workplace. “A blend of different ages means you get more diverse perspectives and a synergy that gives you a competitive edge. Younger workers can come up with different ideas and may push for meaningful social and environmental change. But 18
older employees bring a wealth of experience, insight, stability, and soft skills that younger people may not have developed yet.” Another reason to keep Boomers and older workers on board: They might better understand the needs and wants of consumers in their same age range. And since this group holds the majority of wealth in the country, it makes good business sense to ensure your labor force matches your customer base. You’ll have no problem attracting younger workers—after all, there are lots of them in the job market. But here are a few ways your organization can fight against ageism, avoid legal exposure, attract older employees, and make the most of a multigenerational work force.
people? People of color? Nonbinarygender non-conforming people? Women? Along those same lines, also be sure to consider where you recruit your employees, says Grimaldi. If you only advertise online or at local universities, you are missing out on older job candidates. Consider reaching out to newspapers, too.
• Stop using words that exclude older workers. When a recruiter places an ad looking for someone to join a “young, dynamic team” or laughs about a “senior moment,” that’s ageism at work (even though younger employees might not recognize it). And that’s never okay, says Grimaldi. Companies looking to recruit older workers need to avoid using words that exclude them. Instead of savvy, young, or energetic, try words like motivated, dedicated, and driven instead.
• Offer benefits that attract older workers. Gym memberships, flexible work arrangements, and education topics such as retirement planning are all appealing to aging employees. You can also follow the lead of other creative American companies going above and beyond to attract older employees. For example, CVS offers a “Snowbird” program that allows older workers—pharmacists, photo supervisors, and cosmetic consultants—to transfer locations on a seasonal basis. (IBM has a similar program.) The National Institutes of Health actively recruits smart people over age 50 at job fairs and then lures them with flex schedules, telecommuting opportunities, and exercise classes. Even Home Depot hires retired construction workers to advise customers on its sales floor.
• Rethink your recruitment marketing materials. Make sure your marketing materials for recruitment reflect the diversity your organization is seeking, including workers in the Baby Boomer age category. Do photos depict older people as well as younger
• Call out age as an element in your diversity and inclusion training. Specifically mention “age” in your organization’s statements about the value of diversity and inclusion. Then make sure that your policies and strategies reflect your position that age is a valued diversity element in your organization. Finally, include age in your anti-bias training.
The National Dipper
November/December 2021
